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It not only organizes and stores information but also delivers the right answer in seconds, supports seamless workflows, and ensures both agents and customers stay informed. Agents get the information they need for each channel, in a way thats easy for the customer to understand, all from one central source.
Poorly managed contactcenter QA programs can lead to costly inefficiencies. The Efficiency Equation: Tackling Hidden Costs in ContactCenters Many contactcenters today struggle with inefficiencies stemming from inconsistent processes and poorly defined performance standards.
This marked a shift away from on-premises software that required employees to be physically present at the contactcenter. Cloud-based software solutions, like ContactCenter as a Service (CCaaS), followed suit, promising flexibility and scalability.
The last thing they want is for your agent to be scrolling through a never-ending document or searching through 10 articles to find the right answer or walking through a 20 page process to complete a customer interaction. Yet, many contactcenter agents face a huge challenge that slows them down – knowledge overload.
The benefits of a strong quality assurance program stretch far beyond the walls of the contactcenter, but in recent times of remote working, you may be struggling to assess agent performance and keep employees engaged.
And not just because a handful of customers are absolute nightmares or because customer service pay is consistently lower than pretty much every other department. No, the real kicker is that the very structure of contactcenter work is engineeredalmost comicallyto induce maximum misery.
This post was submitted by Lorne Wood , a CCNG member who helps fellow members and leaders revolutionize their contactcenter operations with expert recommendations and transformative solutions.
During a recent member town hall Pam Plyler of The Northridge Group led a discussion around the changes and successes contactcenter leaders have shared with her as they decide how to return to customer support operations. Listen below to Pam’s 7 minute kickoff talk during a recent CCNG town hall event.
Vicki Brackett has been leading both virtual/work-at-home and brick-and-mortar contactcenters for over twenty years. In 2001, after managing her first virtual contactcenter, Vicki realized that different leadership strategies and tools were needed for the at-home environment.
Speaker: Laura Bassett, Senior Director Product Marketing, NICE inContact
With the increase in artificial intelligence tools we see in the marketplace, it’s important to understand how AI is transforming our contactcenters. Why does my contactcenter need to adopt AI now? Introducing AI in your contactcenter: where and when. The effect on the Customer Experience.
Every contactcenter or customer experience leader comes to that fork in the road where you have to conduct a self-assessment with that perennial question “How good are we?” The whole discipline of customer experience and contactcenters have evolved dramatically over the past 10 years. Where do you start?
Successful organizations re-invent themselves to stay current with the times, technology, and desires of their customers. David Reed is a CCNG member and Customer Service and Process Training Expert. Customer Service has always been David’s passion.
CCNG is working through our network of colleagues and resources to help share information, insights, and ideas on maintaining strong customercare, employee support, and business continuity during this challenging period. We will continue to update this contact-center-centric resource as new information becomes available.
Jason Mercer-Pottinger was given a seemingly impossible task; take over a Tier 1 contactcenter from a 3rd-party BPO with no trainers, no supervisors, and no experienced agents while at the same time decreasing costs and improving quality. One hundred and twenty days later they had a perfect switchover with no negative customer impact.
This post was submitted by Adam Boelke , a CCNG Academy member who helps fellow members and leaders optimize call center performance and establish a culture of engagement that drives bottom-line results.
David Reed is a CCNG member and Customer Service and Process Training Expert. Customer Service has always been Davids passion. He began CustomerCentered Consulting Group over 20 years ago to help organizations of all types improve their effectiveness. Be that person! Be a difference maker!
ContactCenter Leaders are continually being pushed to improve processes, decrease cost, increase customer satisfaction, and improve sales or metrics. Understanding the best path to follow, with the fluidity of the contactcenter industry, can be a daunting task.
In less than 90 days the world changed and customercare changed with it. Organizations, customers and staff are unsettled. However, for many contactcenters it’s now time to focus on the new path forward. Tapping into these shared experiences and professional relationships is how good contactcenters get better!
We all know that many jobs are filled by networking, especially true in contactcenter, customercare and customer experience leadership positions. Pat has a background in both executive search and contactcenter management going back to 1986.
Contactcenters are built on processes and systems that need to be managed and led. At the Coca-Cola Consolidated ContactCenter in Charlotte, North Carolina their employee engagement system consists of five teams that make for a special formula. Who just hosted a fantastic event with CCNG.
Recently, I had the opportunity to sit down with Mindy Lentz, Director of CustomerCare at Hilton, to discuss the crazy world of travel today. Contactcenter agents, especially those in hospitality, are on the front lines of the Mad Max world of travel we live in today. How can we help those agents?
I've interviewed numerous executives on the topic of leadership in the contactcenter. Within the contactcenter industry it is so important because most of us don't plan to start out as contactcenter leaders. This typically develops over a period of time. And mentoring for me is really key.”.
The “good” is headlined by cutting the total cost of ownership in a contactcenter, and outsourcing can make good sense, but the “bad” comes with a price. The outsourcer would not share its process and technology solutions to better the entire customercare network.
With the right approach, improved customer experience can also dramatically reduce operating costs. Customer centricity and transformational cost reduction can be realized through a passionate focus on the end-to-end experience and breaking through all of the barriers that stand in your way!
Company Shifts Call Center Operations With a Focus on Guest Experience Call center operations have seen a dramatic shift for Hyatt Hotels Corp. She said Hyatt is a company that is focused on empathy both for its employees and guests, and that standard of care has to carry through all interactions.
Maintaining connectedness within a contactcenter has always presented unique challenges. For example, engagement among customer service agents is demanding due to the one-to-one nature of customercare, the continuous flow of customer interactions and the lack of physical mobility due to reliance on screen-based support systems.
Budgets are getting tighter, and executive teams are asking contactcenter leadership to do more with a lower headcount. Employees and gig workers are harder to retain, and the job of the customer-facing agent is getting more complicated and stressful. Customer phone calls cost the company more money.
Dan is regular CCNG contributor, an experienced contactcenter industry speaker and thought leader with a high level of expertise in workforce management, contactcenter operations, strategic thinking, project planning and data analytics.
As a contactcenter leader, you’re always looking for ways to improve performance and keep your agents happy. As soon as an agent starts “just going through the motions” rather than engaging with customers, interaction quality plummets—and so do customer satisfaction scores. What's a leader to do then?
As a consultant Kerry Meyer is a CCNG Academy member helping members by sharing experience and knowledge in contactcenter and customercare. I knew then that the investment I made towards becoming a good virtual leader had paid off.
By understanding the building blocks of emotional connection, implementing strategies to enhance customer experience, and measuring the impact of your efforts, you'll be well on your way to harnessing the power of emotional connection for your business.
As a customer experience leader, you pour your energy into creating better interactions, improving satisfaction scores, and generally making life easier for customersonly to feel undervalued, underappreciated, and, frankly, under-resourced. Weve all been there.
As we enter the final month of 2024, its time to face a tough truth: the playbook that got us here wont get us where were going. For decades, organizations have clung to the comfort of best practices, those tried-and-true methods that promise safe results. But lets be real.
56% of CEOs and 66% of top managers are involved in Customer Experience activities according to the employees. Lumoa , 2018) Only 13% of companies believe that HR has an impact on Customer Experience activities in the company. Forrester, 2018) 90% of customers prefer to talk to a live service agent over a chatbot.
The fourth step ( Step 1 , Step 2 , Step 3 ) in the contactcenter agent journey is about leadership that engages agents. Employee engagement has always been a problem in contactcenters. A several Expert Sessions are dedicated to the topic of on-boarding contactcenter agents. Playbook and Planner.
Improving the performance of a contactcenter doesn’t have to break the bank. Drawing on years of research and insights, here are six practical, proven strategies”Can Dos”that will enhance your contactcenters impact on the business, customers, and employees.
If doing the same thing led to a different outcome, the current contactcenter concept and setup would still be wildly successful. Instead, CX leaders are beset with challenges on all fronts, from labor to customer expectations and legacy tech. phone, chat, email) operates in silos.
Kathryn Jackson is a contactcenter industry veteran, a long time CCNG member, regular contributor in CCNG member programs and events, and the Co-Founder of ResponseLearning Corporation, a consulting company devoted to making the complex simple for contactcenter professionals.
Agent Empowerment: A contactcenter equipped agents with better tools to handle recurring issues, reducing repeat calls by 30%. Examples of Value Force Multipliers in Action: Policy Update: A retailer revised its rigid return policy after repeated complaints, cutting negative feedback by 40%.
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